Organisational Behaviour Analysis: Morrison's Culture and Power

This report provides an analysis of organisational behaviour within the context of Morrison, a major UK retail company. It begins by examining the influence of organisational culture, power, and politics on individual and team behaviour, referencing different cultural frameworks and power dynamics. The report then evaluates content and process theories of motivation, specifically focusing on Maslow's Hierarchy of Needs and Expectancy theory, and their practical application in influencing employee behaviour. Furthermore, the report explores effective and ineffective team dynamics, incorporating relevant team and group development theories. Finally, the report applies various organisational behaviour philosophies to Morrison, critically analyzing how these concepts inform and influence behaviour in both positive and negative ways, and providing recommendations for organisational success.

ORGANISATIONAL
BEHAVIOUR

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Analysis of organisation culture, power and politics and their influence on individual and
team behaviour............................................................................................................................1
M1 Critically analyse how the culture, politics and power of an organisation can influence
individual and team behaviour and performance .......................................................................3
TASK 2 ...........................................................................................................................................4
P2 Evaluation of content and process theories of motivation.....................................................4
M2 Critically evaluate how to influence the behaviour of others through the effective
application of behavioural motivational theories, concepts and models.....................................6
D1 Critically evaluate the relationship between culture, politics, power and motivation that
enables teams and organisations to succeed, providing justified recommendations...................6
TASK 3............................................................................................................................................6
P3 Understanding of effective and ineffective team and their comparison................................6
M3 Analyse relevant team and group development theories to support the development of
dynamic co-operation..................................................................................................................8
TASK 4............................................................................................................................................9
P4 Application of philosophies of organisational behaviour in Morrisons.................................9
M4 Justify and evaluate a range of concepts and philosophies in how they inform and
influence behaviour in both positive and negative ways..........................................................10
D2 Critically analyse and evaluate the relevance of team development theories in the context
of OB concepts and philosophies that influence behaviour in the workplace..........................11
CONCLUSION .............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Organizational behavior is defined as the study of human behavior and performance
towards an accomplishment of organizational goal or objective in an trenchant manner.
Moreover, it is regarded as those component which empower manager to govern or direct the
business operation as well as to generate interrelationship among different functional unit for
attaining sustainable growth. Apart from this, working culture of an organization plays
significant role as it impact positively or negatively over employees attitude or response towards
business objective(López and Santos, 2014). In addition this, motivation is also considered as an
integral aspect which lead manager to acquire increased level of personnel engagement into
business activities that benefit firm to enhanced their productivity or proficiency ratio. Hence, in
context this project, Morrison company has been considered which is one of the reputed firm in
UK retail industry and it is incorporated in the year of 1899. It operates its business operation
across the world and offer wide range of products or services like Food and Drink, Clothing,
Books, Magazines, CD's and etc. Hence, in this study, it involves effect of culture, power,
politics over team and individual behavior, evaluation between content and process theory of
motivation. Finally, influence of effective and ineffective team within firm by implying
appropriate theories or concept and application of different philosophies or concepts of
organizational behavior for achieving desired aim in a given time duration.
TASK 1
P1 Analysis of organisation culture, power and politics and their influence on individual and
team behaviour
Organisational culture is guide provided to the members and individuals in company
for managing and influencing their behaviour. It includes experiences, philosophies, values and
expectations of organisation from staff and other related parties(Sheaff, 2017). Culture is
basically, values, beliefs, customs, rules and principles that a company follow, practice and
develop over time. Organisational culture includes vision and mission statement, norms, systems,
symbols, values, habits and language of company which members follow and influencing their
behaviour. Few culture present in organisation are highlighted below:
 Person culture- This culture every individual is seen more valuable and given more
importance then organisation. In this type of culture horizontal structure is more

appropriate and applicable. Person culture do have its disadvantages, Morrison and its
teams can face difficulties to sustain as competition is increasing day by day amongst the
employees and their priorities change accordingly.
 Power culture- This culture has one or two leaders who hold all the authority to make
decisions and control plans or strategies of company(Tziner, Felea and Vasiliu, 2017).
Top leaders make all rapid decisions, therefore vertical structure is preferable or
suggested for entities who adopt power culture. It will affects Morrison's teams and its
members in negative manners, demotivating the employees as they will start feeling less
important.
 Role culture- In this culture roles and responsibilities are assigned to employees by their
superiors to whom they report(Natvig and Stark, 2016). Different functional units are
created by grouping bundle of individuals for attaining specific objectives or goals.
Divisional structure of organisation is recommended and best suited for entities adopting
role culture. For Morrisons role culture is suggested as it is best suited for the company
because of its various divisions and huge employee base.
Organisational power is an ability or capability of company structure, by which
management utilize all resources effectively for development and betterment of organisation.
Power is basically an ability individual holds over others to get things done on time and in
appropriate manner in which they want it to be get done by controlling them(Sathiya, 2019).
Some types of power which managers has in organisation structure to manage and influence the
behaviour of employees or their teams are as follows:
 Legitimate power- This power is given to the higher level of managers by the peer of the
organisation. It is granted in formal manner by either verbal or written contract,
highlighting the responsibilities or duties of managers. If utilized properly behaviour of
employees can be influenced and positive results can be achieved. Morrisons may or may
not use this power as it is divided into various divisions and teams, therefore, they do not
require to practice this power.
 Reward power- It is an ability which leaders have to appreciate their staff members
according to their performance and results acquired by them(de Boer and Enders, 2017).
This power is useful for motivating people and influencing them to work harder by
pushing themselves to achieve better positions in organisation. It also puts positive

impacts on other and encourage them too for reaching to levels of others. This power is
applicable in Morrisons, managers can use this power to motivate their team members
attaining efficient results.
 Coercive power- Practising this power on employees can demotivate them, make them
frustrated and start they start developing negative attitude and image of company.
Coercive power makes personnel belief that they are lacking and do not have enough
competitive skills and they are complying with the needs of organisation(Noermijati and
Azzuhri, 2018). Its a forcing style of getting thing done with all negative effects on
personnel and teams. This power is not at all suggestive for Morrisons as it will
demotivate employees and increase dissatisfaction in them.
Organisational politics has two aspects negative and positive, if politics is deployed
effectively and in favour of organisation and its employees it provides favourable results. But if
misuse of power or authority is done by any member then it can result in negative politics.
Impacts of it are really harmful for company's operations and also it affects employees
behaviour(Omar and et.al., 2016). Types of organisational politics:
 The weeds- Its a dynamic and free dimension which grows automatically or naturally in
the environment of company amongst employees. It can be favourable for the
organisation and helps in building goods healthy relations. But if ignored and left
unmonitored then it can be very dangerous for entity.
 The rocks- This type of politics takes place amongst people who ties knots with high
level groups, who holds strong powers with them(Greasley and Owen, 2018). These
relations are made on the basis of individual interactions and formal authority levels like
roles and expertise people hold.
 The high ground- Its a functional politics which uses structure of control systems,
incentives schemes and sanctions that keep company in order and compliance. Morrisons
managers can be a part of high ground politics, they can plan some special rewards for
their employees according to their tasks and performances. Providing them job
satisfaction and motivation.
Mixture of culture, power and politics in organisation is very influencing on individual working
in Morrisons as part of a team or on personal level. These elements have direct impacts on the

behaviour and attitude of employees, if they are not happy and unsatisfied it will affect company
and it operations. Therefore, all these three factors indirectly have its influence on Morrisons too.
M1 Critically analyse how the culture, politics and power of an organisation can influence
individual and team behaviour and performance
In the premises of every organisation the function of power, culture and politics plays a
crucial role as it directly impact over team and individual performance as well as firm's decision
making capability for obtaining profit maximisation. In context of Morrisons, as it run its
functional unit in retail sector by delivering different segment of product or services(Maheshwari
and et. al., 2017). Therefore, in order to improve their overall productivity, they make an
initiative to adopt role culture into its working process which lead them to assign roles and
responsibilities among personnel on the basis of their interest or capability. Moreover, in case of
power, Morrisons make an effort to adopt reward power as it motive them to recognise the
employee effort and also help them to reward employees in a fairly manner. Additionally,
Morrison ensure regarding maintaining a transparent or effective communication among
workforce that benefit them by gaining advantage among competitor in an innovative style.
TASK 2
P2 Evaluation of content and process theories of motivation
Motivation is a process of encouraging employees of company to work with their full
potential for attaining goals in a effective and more efficient manner, bringing higher profits to
organisation. Motivation technique also help personnel in achieving their personal objectives.
There are two broad categorised in which motivating techniques are divided, Content and
Process theories. Content theories of motivation are the earliest tools introduced by researchers
and further modifications are being done with passing of time(Mabaso and Dlamini, 2018). This
theory is has four different theories in it given by authors and they are Maslows Hierarchy of
needs, ERG theory, Herzberg's two factor theory and McClellands needs for achievement theory.
On the other hand, Process theories main focus is on how the individuals behave in order to fulfil
their needs. Process theories are Expectancy theory, Equity theory, Reinforcement theory and
Goal setting theory(Pennington, 2014).
For Morrison Maslows Hierarchy of needs theory is selected amongst other content theories:

Maslows Hierarchy of needs theory is the most widely known and used for
understanding and discovering the basic needs of people. It has five levels in structure which
represents five types of requirements of a person and through which this theory is explained
properly:
 Physiological needs- Under this level very basic needs of individual is considered like
food, water and shelter. These requirements are foremost for every individual as these are
the basic survival needs.
 Safety needs- Once basic needs are fulfilled then come the safety needs, every employee
wish to have a safe and healthy working environment(Matthews, MacCarthy and
Braziotis, 2017). They require job security and freedom from any threats or danger while
working.
 Social needs- These needs are associated with the feelings of employees, everyone wants
to be accepted socially and especially at their workplace. Sense of belongingness is what
all employees wants to feel.
 Self-esteem needs- Here, the needs of recognition and gaining importance from other are
highlighted. Every personnel need to develop and grow and for that they wants to be
recognized by their superiors and wish to work on important projects.
 Self-actualization needs- These needs are those where personnel feel and want to take
more challenges for developing better skills and bringing creativity in their work. For
accomplishing this they wish to perform more meaningful and innovative job roles.
Out of Process theories Expectancy theory is considered for Morrison:
Expectancy theory concept was given by Victor H. Vroom and it has three components
Expectancy, Instrumentality and Valance.
 Expectancy- A belief is followed in this factor that efforts of the employees will provide
desired level of performance. Efforts are dependent on the experience, confidence and
required standards of performance. Each personnel has different level of expectations and
confidence in themselves about their capabilities. Therefore, management has to
understand these levels and provide required training and supervision to staff. In order to
fulfilling their needs for attaining their expected level of performance(Rarick and Han,
2015).

 Instrumentality- Concept of this element is that employee belief that they get outcomes
if they reach to their expected level of performance. By reaching to their performance
standards they think if they get rewarded for their performance. So, role of leaders here is
they should keep their promises for motivating employees and providing them what they
expected.
 Valance- It is the value an employees placed on the rewards for the outcomes they
achieved on behalf of organisation. These values, rewards or goals are the sources by
which people get motivated and work in particular way for providing effective resulted to
company(Wesselink, Blok and Ringersma, 2017). Valance can also be defined as
emotional expectations personnel holds in relation to the outcomes they are generating on
behalf of organisation. Managers has this job to analysis and find out what these rewards
are which can motivate their team or staff for better performance.
Morrisons is a supermarket chain which has various departments performing several tasks with
help of numerous employees. There is great chances of development of conflicts amongst
employees and their interests can differ from company. To encourage staff and to increase their
enthusiasm Morrisons can use above suggested motivational theories. This way managers can
stop building any conflicts and reduce its chances.
M2 Critically evaluate how to influence the behaviour of others through the effective application
of behavioural motivational theories, concepts and models
For attaining sustainable growth, the concept of motivation is considered as an essential
element as it assist company to render increased level of satisfaction to each personnel towards
firm's working environment and process(van Lenthe, Jansen and Kamphuis, 2015). In context of
Morrisons, they make an effort to utilise motivational and behavioural theory within its business
function that help superior to render improved level of employee satisfaction. Moreover, content
theory is viewed as more suitable for Morrisons as it linked with personnel's needs or demand
that empower manger to take corrective course of action in regard of fulfilling the Handy Model
of organizational culture. 2019same in an expeditious manner.
D1 Critically evaluate the relationship between culture, politics, power and motivation that
enables teams and organisations to succeed, providing justified recommendations.
From the earlier discussion, it has been determined that the aspect of culture, power and
politics contains positive and negative influence on organisational brand value. Therefore,

Morrison's manager takes an initiative in examining the need and ability of an individual as well
as team. This is because, it assist superior to obtain full participation of manpower towards
company objective that aid Morrison to overcome the issue of conflict, employee turnover,
dispute effectually. By adopting proper culture and politics management and employees can
work effectively that helps to accomplish the business goals. Furthermore, Morrison make use
motivational theory which help them to generate healthy working culture and also to render
improved level of motivation among workforce in regard of organisation(Hayashi, 2016).
TASK 3
P3 Understanding of effective and ineffective team and their comparison
Team is cluster or bundle of persons and professionals which are brought together by
leaders for performing specific activities and attaining goals behind formation of team. For
calling a group a team its compulsory that all the member are working for common objectives
and going to work together.
Effective team is formed or called effective when the objectives for which they were
working are fulfilled without any serious complications or difficulties. Its a mixture of
professionals with specific expertise performing specific tasks in order to acquire predetermined
goals. Effective teams has some characteristic like its size and expertise of members, effective
communication channels and diversified decision-making authorities.
Ineffective team is just opposite of an effective teams, they fail in achieving goals and if
they achieve them its way beyond time. These teams do not hold any quality of an effective one,
members lack trust amongst each other, do not have proper communication and leaders take all
decisions without anybodies consent. These things make team members fail in their jobs and
create delays in getting jobs done.
Difference between effective and ineffective team
Basis Effective team Ineffective team
Open
Communication
Teams have effective communication
channels and members are very open
with each other. They talk and find
solutions to their issues without
hesitating(Fu and et,al., 2019).
On the contrary, ineffective team
members communicate very less
with one another. They do not share
their issues with the team as they do
not feel comfortable enough to do

so.
Non-competitive Team personnels are competitive but
not with one another. They compete
with other teams.
Ineffective teams employees have
unhealthy competitive spirit that too
with each other.
Participative These teams are very participative and
always stays ready for new
challenging tasks. That is because of
the healthy and motivating
environment of team.
Members are demotivated and least
interested in participate in any new
activities or to perform anything
other then their assigned jobs.
Teamwork development theory
One theory which is suggested to Morrison for developing teamwork attitude in
employees is Tuckman theory. This is was introduced by Bruce Tuckman in 1965, which has
five stages(Vilakazi, 2030). Each stage is helping and enabling organisation to have effective
teams and employees working in effective manner with their team members. Earlier, in the very
beginning this theory only has four stages but in 1970's Bruce Tuckman added one more stage of
adjourning. All these five stages are elaborated below in next sections in context with Morrisons:
 Forming- The very first phase is when team is being formed by managers, all
individuals are new to each other. They all hold unique expertise in their fields, initially
personnel face lot of difficulties in adjusting. Many conflicts are present at this stage,
people are unclear about their role and responsibilities. Morrisons managers role at this
stage is to make balance between the their team members and resolve their doubts.
 Storming- Next stage is storming stage employees start getting to each other now but
still feel discomfort. They get some idea of their jobs and the objective of formation of
team. Still face complications in adjusting and working, communication system is not
very effective which leads to forming of more conflicts amongst employees. Many
teams fail on this stage and gets dissolved(Wang and Handy, 2014). This is a very
complicated stage and managers have to perform their roles very effectively specially of
managing staff they have to try and convey the aim behind forming them into one team
and giving them clarity of their goals.

 Norming- Those teams who survived the storming phase reaches to norming stage.
Here things start getting better employees gets good ideas of the goal of their team,
develop trust and comfort with one another. Communication practices are improved and
a very healthy working environment is created. No more conflicts exist as people talk
and resolve them, managers start inviting opinions and ideas of members for decision-
making. This is the third stage which is better than other two here less conflicts are their
and it becomes easy for Morrisons managers to manage their teammates. Their job here
is to assign them tasks according to the talents and expertise of staff.
 Performing- This was the last stage till 1970's after that it became second last. On this
stage all team members have the exact idea of what company expect from them and
what's the goal of their team. People are motivated, enthusiastic and ready to work.
Managers job is to just sit back and assign tasks to respective personnel and let them
perform their jobs accordingly. Employees are very competitive but not amongst the
team, keep their personal agendas separate form company's and perform activities to
attain objectives of organisation(Ferreira and Caetano, 2017). Monitoring and
supervisory role is performed by managers of Morrison's on this stage. They just have to
supervise their team mates and the way they are performing their duties.
 Adjourning- Teams are made for temporary or permanent purposes, those team who
are made for shorter durations faces this stage. At this stage teams are dispersed off
because the purpose for which team was formulated gets fulfilled or accomplished.
Leaders on this stage has no job except one, of appreciating and rewarding employees
for their performance and results achieved by them. This is the last stage in which
leaders of different teams in Morrisons will appreciate and reward the employees
according to their performances.
M3 Analyse relevant team and group development theories to support the development of
dynamic co-operation.
In order to obtain better outcome in an innovative and productive style, the role of team
contains a significant role as it help establishments to adopt novel ideas or views in context of
gaining competitive advantage within competing marketplace. However, in case of Morrison, its
manager make use of Tuckman teamwork theory into its business operation with an aim of
enriching overall performance of company and individual in a better way. Additionally, with the

implication of these concepts, it encourage Morrison's employer to examine the ability of each
manpower and also to recognize their contribution for an attainment of pre determined goal.
Moreover, it motive company's manager to perform different role like planter, motivator, analyst,
investigator, monitor, evaluate and so on with an intent of placing the bran in aggressive and
competitive position.
TASK 4
P4 Application of philosophies of organisational behaviour in Morrisons
Organizational behaviours is the survey of individual as well as of an entire business
performance which help the leaders to formate various strategies in respect of organisation. The
purpose for studying organisational behaviour is to develop long and short term objectives to be
performed by personnels in order to attain goals of company(Weng and et. al., 2015). It further
motivate the employees to enhance their performance so management of Morrisons used path
goal theory in order to understand organizational behaviour and further it explained:
Path goal theory theory is based on the specific leadership style or behaviour which suits
the best for the employees and in the working environment in order to achieve organisational
goals and objectives. Managers of Morrison follow path goal theory in order to enhance
productivity of employees through motivating them. By using path goal theory superiors provide
directions to their employees so that they can work effectively and acquire desired objectives.
There are different leadership styles which mentioned below:
Directive leadership- Under this leadership style, leaders inform their followers what is
exactly expected out of them and what they have to do. They provide them guidelines or clear
instruction what to do and how to perform task in appropriate manner. It is one of the most
effective leadership styles for improving internal working condition. Managers of Morrison
provide direction to personnel regarding their task or improvement in their performance as well.
It is most effective leadership style, which helps the employees to get guidelines and complete
task in well manner or achieve business goals and objectives(ElKelish and Hassan, 2014).
Participative: Under this leadership style, leaders make sure that every employees
participate in the organizational activity. In the other words, leaders consult with the followers
before making any decision in respect of the company. It will be possible when all the employees
are trained and involved in their work. Morrison's employees not able to make decision alone so